organizational excellence june 14 - cdn.ymaws.com

Organizational Excellence

Excellent organizations begin with passion, desire and drive. Consider how you measure up? What benchmarks do you use? Is your organization a model of excellence?

Table of Contents Table of Contents ................................................................................................................................... 1

Benchmarks and Dashboards ................................................................................................................. 2

Activity – Performance Measures .......................................................................................................... 3

Performance Excellence Award ............................................................................................................. 4

Conduct a Governance Review .............................................................................................................. 5

Organization Accreditation by the US Chamber .................................................................................... 7

Certification – CAE DomainsBoard Self Assessment ........................................................................... 9

Board Self Assessment ......................................................................................................................... 10

Alignment of Activities and Goals ....................................................................................................... 11

Operating Framework .......................................................................................................................... 12

Association Self Assessment Tool ....................................................................................................... 13

Sources of Referenced Documents....................................................................................................... 25

Bob Harris, CAE .................................................................................................................................. 26

Core Competencies

6/9/2014 10:47 AM

Organizational Excellence – Bob Harris, CAE 2

Benchmarks and Dashboards Your board asks, “How do we compare against other organizations? Can you confirm for us that we are the best?” How do you assure them that your organization is among the best?

• Benchmarking

• Accreditation

• Certification

• Metrics, Performance Measures

• Franchise Style Efficiency

• Leadership Development

• Professional Development

• Operating Ratios

• Effective Organizational Structure

• Market Share

• Risk Free Management

• Dashboards


Activity – Performance Measures

Identify up to 10 areas that you can measure for performance in your organization:

1. Membership_________________________________________________

2. Finances ____________________________________________________

3. Education___________________________________________________

4. Committees_________________________________________________

5. Goals/Strategic Plan___________________________________________

6. Social Media/Internet Presence __________________________________

7. PR/Branding_________________________________________________

8. Leadership___________________________________________________

9. Outcomes____________________________________________________

10. ____________________________________________________________


Performance Excellence Award

Conduct a Governance Review Bob Harris, CAE [email protected]

Underperforming boards, bureaucracy and low outcomes are catalysts for reforming governance. Many associations and chambers of commerce were founded 20, 50 or 100 years ago. If elements of governance are status quo (same size board, same committees, same bylaws) it may be time for a self-paced internal governance review.

Existing Governance Model Improved Governance Model

Committees

Too many, minimal understanding of their work for the board, not aligned with the goals in the strategic plan.

• Few standing committees and more task forces and quick action teams (QATs.)

• Clear alignment with elements of the strategic plan.

• Thorough orientation and guidance.

• Board and/or staff liaison.

• Producing significant outcomes each year.

Governing Documents

Bylaws cluttered with policies, board unaware of distinction of importance of articles, bylaws, policies. Policy manual outdated or overloaded.

• Bylaws review and removal of policies and clutter for a broader perspective.

• Policies adopted for IRS compliance and efficiency; organized for access by the board.

• Governing documents in good order and accessible; an aspect of board orientation.

Board Meetings

Frequent meetings full of UPDATES by committees and officers; minimal awareness of the strategic plan. Minutes reflect slow progress or no results at a meeting (“why did we hold that meeting?”)

• Agenda formatted to expedite the meeting and align with strategic goals.

• Meeting held only as needed for results.

• Mission and strategic plan always on the board table to frame discussions.

• Rules of conduct guide or cultural expectations adopted by the board.

• Knowledge based discussions.

• Use of a consent agenda to reduce reports and focus more on outcomes.

Professional Staff

Staff told what to do, micromanaged by directors. Minimal investment in professional development in budget.

• Empowerment of staff to participate in discussions and help make leadership decisions.

• Sufficient resources to train staff annually.

• Avoidance of micromanagement.


Existing Governance Model Improved Governance Model

Strategic Plan

Developed at a retreat focused on game and golf. 10 – 50 page report and shelved to collect dust. Not a guide for committees, board and staff. No alignment with resources and industry needs.

• Fewer goals to hone in on meaningful results for the community or industry.

• Spanning 3 to 5 years.

• Member and community awareness of the plan.

• Plan guides all the discussions of the leadership and committees.

• Reviewed annually and updated about every 3 years.

• Closely aligned with the budget.

Mission, Vision and Values (brand)

Too long or redundant mission and vision statements; not a guide for the board; hard to memorize and articulate; old fashioned.

• Updated to reflect an innovative organization.

• Promoted frequently and on every agenda.

• Directors rely on it to communicate the purpose, vision and values.

• Mission may be combined with vision to reduce “clutter.”

Board of Directors

Appointed by chapters or geographic regions and mistakenly thinking they are working for the chapter; minimal orientation and access to information; lack of accountability enforced; too large.

• Reduce board size to reach the number of directors who will effectively govern the corporation.

• Highly effective orientation and access to documents.

• Reliance on a strategic plan (roadmap).

• Accountability enforced by the officers

• Cultural expectations described at the start (director “ground rules.”)

• Fiduciary duties understood.

• Balance between authority of the executive committee and the board.

• Minimal ex-officios and past presidents (if any.)

• No “alternates” or “proxies.”

Executive Committee

Usurps role of the board by meeting and then dictating expectation; closed door sessions.

• Appropriate composition of officers.

• Authorized by the bylaws and limited by policy.

• Respectful and open to the board of directors.

Nominations

Group throws names in a hat; minimal focus on identify competent directors and vetting them for skillsets and commitment.

• Nominating Committee transformed to a Board Development Committee with year round duties; including:

• Year round volunteer leadership identification.

• Assist with annual board orientation.

• Assist with annual board self- evaluation.

• Highly effective vetting process.


Organization Accreditation by the US Chamber Governance

1. Is your mission statement clear and feasible? 2. Is your structure appropriate for your organization's size and goals? 3. Bylaws:

• Do they regulate the main areas of organization management?

• Are they adequate for the laws of the state and the protection of both the organization and its members?

• Have they been shared with the board? 4. Is each component of the organizational structure assigned to staff? 5. Are term limits and job descriptions in place for the board of directors? 6. Are board meetings held on a regular basis and minutes kept on file? 7. Are proper committees and structure in place? Finances

1. Does your organization meet generally accepted accounting principles? 2. Is an annual operational budget in place and approved by the appropriate

committee(s)? 3. Does your organization adhere to financial policies? 4. Does your organization maintain current financial statements? 5. Does your organization maintain liability insurance? 6. Does your organization maintain director and officer insurance? 7. Does your organization undergo an annual independent audit of financial statements? 8. Does your organization meet IRS and state filing requirements? Human Resources & Staff

1. Are distinct roles and job descriptions set up for volunteer leaders? 2. Does the staff understand your organization's mission and strategic goals? 3. Is a policy and procedures manual or employee manual in place? 4. Are employee benefits offered and communicated to employees? 5. Do employee performance reviews occur at least annually? Government Affairs

1. Has a grassroots network been established? 2. Does your organization actively share state, U.S. Chamber, legislative, and political

information with membership? 3. Does your organization have a dedicated government affairs staff? 4. Does your organization have a political action program in place? 5. Does your organization have ongoing dialogue with state and national officials? 6. Has your organization developed a Get Out The Vote strategy to encourage

membership to vote? 7. Has your organization identified the top 3–5 priority issues and shared policy with

elected officials?


8. Has your organization fostered a direct relationship with state and federal officials? 9. Can your organization provide three examples (within the last year) of an issue

campaign that required your organization to adopt policy, inform and activate membership, and communicate your position with elected officials?

Program Development

1. Has your organization developed a basic short-term action plan for the current year? 2. Has your organization developed a long-term strategic plan? 3. Does your organization have the appropriate resources to exercise aforementioned

strategic plans? 4. Does your organization provide an annual report to the members? 5. Does your organization understand issues important to segments of the membership? 6. Does your organization collect member feedback? Communications

1. Does your organization use diverse forms of media to promote its services and events?

2. Has your organization written press releases for the media throughout the state? 3. Does your organization contact members at least monthly? 4. Has your organization developed a written communications plan, including

marketing? 5. Does your organization use a consistent, relevant message? 6. Does your organization proactively contact the media? Is your organization quoted or

featured in newspapers at least 12 times a year? 7. Is your organization's Web address noted on all marketing pieces? 8. Does your organization have a Web site that is used to communicate basic

organization information?

Technology

1. Does your organization have e-mail capabilities for mass distribution, with html formatting options?

2. Does your organization own its Web site domain name? 3. Does your organization have someone who regularly updates and administers your

organization's Web site? 4. Have you registered your organization's Web site with search engines? 5. Does your Web site have up to 15 pages of static Web page information, including

contact information? 6. Does your organization have a membership database system?

Facilities

1. Does your organization's facility project an appropriate business image? Is your organization easily accessible to customers?

2. Is your workplace inspected annually by a safety professional? 3. Does your organization's facility meet accepted OSHA regulations, including OSHA

poster hung in employee common area? 4. Does the organization have a disaster plan in place?


Certification – CAE Domains


Board Self Assessment


Alignment of Activities and Goals


Operating Framework


Association Self Assessment Tool REVISED MAY 2014

Introduction

There are 1.5 million exempt, not-for-profit organizations in the USA. Most have a purpose of advancing a cause or serving a community. They are different from commercial businesses because they rely on the partnership of volunteer leaders (governance) and staff (management). To be effective a nonprofit organization should operate as efficiently as any business; and with many of the same principles applicable to a franchise operation1. A franchise focuses on what it does best; developing best practices that empower its workforce through checklists, templates and training manuals2. Systems, processes and protocols facilitate good governance and management. Organization Self-Assessment

This tool for organizational self-assessment reflects several models of excellence, including the Baldrige Performance Excellence Program3, the US Chamber’s Accreditation Program4, the American Society of Association Executives’ former Peer Review Program5, and the King Abdullah II Center for Excellence Mark of Best Practice6.

1 The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It 2 Manuals common to nonprofit organizations include: Leadership, Employee Handbook, Policies, Business Continuity, Style/Communications, and Procedures. 3 Baldrige Performance Excellence Program - www.nist.gov 4 US Chamber Accreditation Program - https://www.uschamber.com/members/chambers/accreditation 5 American Society of Association Executives – www.asaecenter.org 6 King Abdullah II Center for Excellence - http://www.kace.jo/ba_award.shtm


Use the guide to identify and inventory the documents and systems. Consider ways to enhance the organization by making meaningful, lasting improvements.

Work as a team; the outcomes are improved by engaging both volunteer leaders and staff. In an organization without staff, the officers can use the tool to ensure that documents exist or to identify omissions. It is useful to any size nonprofit.

Format The left column identifies important documents and systems. The center column describes their purposes or rationale7. The right column is for notes about making improvements. The ten categories include: 1. Governing Documents 2. Strategic Direction 3. Risk Management 4. Leadership 5. Finances and Resources 6. Management 7. Membership 8. Advocacy 9. Communications 10. Outcomes

Results As omissions are identified or items targeted for improvement, keep a to-do list. Where items are below par --- seek additional information or assistance from legal, accounting or insurance counsel. In addition to using the document as a self-paced organizational assessment, the tool is ideal for staff training, a transition between a retiring and new executive director, or an organized client in-take in an association management company (AMC). Additional Resources Free tips and templates for nonprofit organizations are available at www.nonprofitcenter.com.

7 Be sure to contact legal, accounting and insurance counsel, and local, state and federal government officials, for assistance.


Element Description Notes

Governing Documents – Key documents are required to maintain exempt and not-for-profit designations.

Articles of Incorporation

Articles of incorporation are filed with the state agency to acquire legal standing (also used to apply for exempt status from the IRS.) Most states require an annual report. Failure to submit may result in involuntary dissolution.

Bylaws Bylaws describe how the organization will operate and its relationship to stakeholders or members. Amendments generally require approval of the membership. [Note: The IRS requires notice of amendments to governing documents with submission of Form 990.]

Policies Policies are motions made by the board to interpret governing documents and to establish protocols for current and future leaders. As policies are adopted and recorded in the minutes, at least annually they should be transcribed into a policy manual. Many organizations review or “sunset” their policies every 5 years.

Public Records

� Letter of Determination

� Form 990 Return � Form 1024

Application (or 1023 for 501c3)

Public records include the IRS 1) Letter of Determination, 2) Form 1023 and/or 1024 and 3) Form 990 Information Return for the past three years. Keep copies readily accessible. [Be sure to know if the parent or chapter is filing an annual IRS return or holds a group exemption.] State laws, and public funding sources, may require additional documents be available.

Sales Tax A state revenue department sales tax certificate may be required if the organization sells items such as books, shirts, directories, etc. Or a certificate of sales tax exemption may be required.

Annual Business Meeting

Most state corporate laws require proof of an annual business meeting.

Charitable Solicitation

A majority of states require organizations to register if they are soliciting charitable funds from persons with whom no business relation exists.

Occupational License

Check with local municipality officials to determine if an occupational license is required.



Strategic Direction – The roadmap for guiding the board, committees and staff.

Mission Statement

The mission, vision and values statements help brand and distinguish the organization.

The mission statement is a well crafted, brief sentence, usually including three elements to identify 1) the organization, 2) its members, and 3) what offers. It should complement the IRS submitted “statement of purpose” and be consistent with the statement on Guidestar.org. All board and staff should be able to articulate the mission statement.

Vision Statement A vision statement describes the organization’s aspirations. By contrast to the required mission statement, the vision statement is optional.

Values Statement Values are guiding principles for board and staff. Examples include integrity, transparency and innovation.

Strategic Plan

� Mission, Vision, Values

� Goals � Strategies � Tactics

� Performance Measures

The strategic plan is developed by the board to set goals and supporting strategies to advance the mission and vision. The plan should include performance measures. Stakeholders-members should be aware of the plan and find it a compelling reason to support, join and participate. The planning retreat is held every 3 to 5 years.

Goals

Strategies

Most organizations are successful by focusing on just 3 to 7 goals. The goals are areas in which the board commits resources. Strategies are fresh approaches to achieve the goals. After setting goals, be sure committees and staff/departments are aligned.

Business Plan or Program of Work

An annual business plan details the delegation and deadlines necessary to advance the strategic plan. While the strategic plan spans 3 to 5 years; an action plan covers 1 year, detailing committee tasks, assignments and deadlines.



Risk Management – Awareness and avoidance of risks common to exempt organizations.

Insurance Coverages

� Directors and Officers (D & O)

� General Liability � Fidelity Bond � Meeting

Cancellation

� Liquor Liability � Publishing

An insurance advisor and attorney should determine if general liability, directors and officers’ liability, a fidelity bond, host-liquor liability and/or meeting event cancellation insurance are adequate for the organization’s activities.

Volunteer Immunity Most states, plus the federal government, provide volunteer immunity for directors working within the parameters of the governing documents.

Antitrust Avoidance When similar businesses meet there is potential for violating antitrust laws; the fines can reach $10 million. To discourage violations, organizations distribute a precautionary notice of antitrust avoidance. Be sure such notice is recorded in the meeting minutes. The Federal Trade Commission suggests that a “measure of antitrust avoidance” be in place for trade associations.

Crisis Plan A notebook or system, including key organizational documents and an emergency communications plan, maintained outside the office or on an external computer server so that if the office records were destroyed, documents are easily replaced.

Apparent Authority A policy and/or orientation should inform volunteers who may speak for the organization; and restrictions on use of stationery, logos and volunteers speaking for, or contracting on behalf of, the organization. Generally the chief elected officer is the official spokesperson; often delegating authority to the executive director.

Components If components or chapters exist, their relationship to the parent organization must be clear. Proper filings and compliance are required, including understanding of IRS and corporate filings, insurance coverages, etc.

Software Licenses exist for all software. Policies are adopted about installing or downloading unlicensed software.

Conflicts of Interest Board and staff understand conflicts of interest and disclose at least annually, and as conflicts arise. Some organizations start board meetings with, “Having seen today’s agenda, does

anybody have a conflict?”



Copyright - © Avoid copyright violations in publishing in newsletters, website and other documents. Organization is prudent about copyrights on its intellectual property and original works.

Liquor Liability Safeguards are used when serving liquor by controlling consumption, providing transportation, ensuring that the host is trained, licensed and insured.

Subsidiaries Organization has clearly defined relationships with subsidiaries or related entities, for instance: foundation, for-profit service corporation, and/or political action committee (PAC.)

Leadership – The board of directors, committees and volunteers work to advance the organization.

Orientation Annual orientation is recommended8. One reason for yearly orientation is to refresh leaders about responsibilities; and the concepts of confidentiality, accountability, conflicts of interest and antitrust.

Leadership Manual Volunteer leaders receive a manual or board handbook with information on their roles and responsibilities, including governing documents such as bylaws, articles, policies, strategic plan, budget, etc. An alternative to a manual is a password protected board portal.

Fiduciary Roles

� Duty of Care � Duty of Loyalty � Duty of Obedience

Board understands its fiduciary duties in representing the interests of members and advancing the mission; including the three legal principles.

Volunteer Immunity D & O

Indemnification

Most states and the federal government provide volunteer immunity for directors working within the parameters of the governing documents. Directors and Officers (D&O) liability insurance covers the defense of the board. Indemnification is often found in the bylaws --- a promise to cover a director’s losses if they had to protect themselves in a lawsuit.

IRS on Good Governance � Audit � Compensation � Record Retention � Conflict of Interest � Whistle Blower

� Public Records

IRS Form 990 questions whether or not certain policies exist regarding governance. Proof of the policies will be recorded as motions of the board in meeting minutes and stored in the organization’s policy manual.

8 Board Responsibilities, laminated guide; [email protected]



Board Self- Assessment

Board performance self-assessment is an annual review to facilitate improvements in governance. The process is a confidential discussion among board members.

Leadership Development

Nominations

Process is in place to identify and encourage future leaders, to vet their ability to govern, and to sustain a dedicated board to serve. The desired strengths of the board are used to identify future leaders.

Board Commitment Many boards ask directors to sign a commitment to fulfill their duties. Elements include 1) uphold governing documents, 2) respect confidentiality, 3) disclose conflicts of interest, 4) avoid antitrust violations and 5) advance the mission.

Board Meetings Meetings are only called as needed and outcomes can be productive. Meeting notices follow the bylaws and conform to requirements for a duly called meeting.

Board Agenda

Consent Agenda

Board agendas are crafted to tackle issues that advance the mission. Use a consent agenda to combine information-only reports in order to allow more time for substantive issues.

Board Minutes Minutes of board (and committees) are carefully drafted and approved. These serve as the official record of actions of the board. [No tape recordings of meetings are kept.] Minutes are not a newsletter for members.

Rules of Order Board and staff understand rules of order to maintain decorum and advance the agenda9.

Diversity The composition of the leadership team and staff is representative of the diverse membership or population.

Term Limits To promote diversity and attract new people and ideas, most organizations limit service on the board to 2 or 3 terms, requiring a director to stay off one year before returning.

9 ABCs of Parliamentary Procedure by Channing Bete Publishing



Committee Purpose Statements and Charges

Each committee should have a statement of purpose to frame its work. Every committee receives current year assignments and performance measures from the board or chief elected officer. Committees have assigned liaisons from the board and/or staff to serve as a resource and champion of the committee’s recommendations.

Committee Notebooks and Minutes

Organization maintains committee notebooks or committee portals to archive the minutes, work products and notes for subsequent committee chairs. IRS Form 990 asks if “committees with authority” maintain minutes.

Finances and Resources – Stewardship and understanding of the organization’s resources.

Annual Budget The annual budget accurately forecasts the income and expense for the fiscal year and is easy to understand and compare/contrast. Minutes show proof of board approval. Treasurer is articulate in all elements of the budget.

Financial Reports Financial reports detail income and expense information for comparison against the annual budget. Includes assets and liabilities. Minutes show proof of acceptance at each meeting.

Savings Sufficient savings are set aside to survive if a program failed or an opportunity arose. Frequently the formula is a savings reserve equal to half or more of the annual budget.

Fund Raising Board is involved in fund raising in numerous forms, i.e. outreach, sponsorships, members, requests, etc.

Audit An independent accounting professional conducts an audit of the organization’s finances. [IRS Form 990 asks if the organization has a policy on audits, reviews or compilations and an oversight audit committee.] Some organizations distribute a request for proposal (RFP) for a CPA firm every 5 years or so (not necessarily changing firms.)

Taxpayer Documents

Appropriate tax forms are collected and maintained, such as W-4 (Employee ID and Withholding) and W-9 (Request for Taxpayer ID.) The IRS may focus an audit on organizations claiming to use independent contractors in place of employees (reference IRS Form SS-8, Determination of Worker Status.)

IRS Form 990 Governing body is familiar with IRS Form 990, having seen it before it was submitted to the Agency. [“Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form?”]



Management - Processes exist to support management excellence and sustainability.

Procedures Manual Procedures are the administrative responsibilities of staff. Documenting staff duties in a manual ensures continuity and consistency. (If a staff member abruptly departed, the remaining staff can rely on the procedures manual to sustain operations.)

Record Retention A record retention and destruction schedule is used to protect records while eliminating unnecessary documents (liabilities) at certain intervals.

Identity Theft Safeguards are in place to avoid identity theft when processing payments, archiving or destroying records.

Organizational Chart An organization-chart depicts the relationship, hierarchy and information flow of the board to committees, staff, consultants and subsidiaries.

Job Descriptions

Written job descriptions detail each staff position. (Organizations should also have job descriptions for volunteers.)

Succession Plan A document exists for the succession of key positions whether the departure is a planned transition or abrupt departure.

Compensation In accordance with IRS Form 990, the organization can verify that the process for determining senior staff compensation includes a review and approval by “independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision.”

Personnel Manual A human resource handbook describes staff expectations, rights and responsibilities. It is current and carefully written, based on state labor laws. Check to be sure a whistle blower clause is included based on IRS question; “Did the organization have a written whistleblower policy?”

Performance Reviews

A performance review is a process used by supervisors to evaluate staff. The board does not evaluate staff other than CEO. The board or a subgroup conducts a performance review of the CEO.

Professional Development

The budget includes funding for staff professional development.



Technology Investment

Board has budgeted sufficiently for investment and maintenance of technology to support operations and efficient communications. (ASAE has suggested an amount equal to 7 to 9 percent of the annual budget.)

Facilities Management

Offices are maintained and a source of pride for the organization; including safety and signage.

Membership – Organization is relevant to stakeholders and community; representing a significant market share.

Market Share

The potential membership is known and compared against the current number of members to determine market share: ____%

Membership Application

A compelling membership application facilitates recruitment and describes benefits and services. Application for all but 501(c)(3) organizations should include the statement that “dues are not deductable as a charitable contribution but may be deducted as a business expense according to the IRS.” Organizations that have “direct lobbying expenses” must notify members annually.

Membership Roster/Directory

Member lists are protected. Policies exist on privacy of membership information and responds to requests for member data and lists/labels.

Awards and Recognitions

Member and community awards and recognitions are respected, promoted and sought after.

Membership Dues Dues and dues formulas are adjusted to cover program costs and inflation.

Program Development Benefits and Services

Board or committee reviews organization’s portfolio of events, programs, benefits and services to ensure they are relevant to the membership. Outdated benefits are dropped.

Member Value Statement

Analysis of value compared against dues paid is undertaken and the value promoted to members (ROI).



Surveys Surveys are used to identify members’ needs and satisfaction while facilitating two-way communications.

Advocacy – Organization uses its clout to represent, inform and influence interests.

Issues Management Issues are identified and positions taken as appropriate. Members are aware of the issues.

Lawmakers Lawmakers, committees, regulators and other bodies with influence have been identified and working relationships are maintained.

Coalitions Organization maintains a “seat at the table” in appropriate environments; valuing collaboration.

Grassroots Members and stakeholders are aware and eager to communicate about the interests and issues.

Campaigns The organization may choose, or not, to support candidates and issues through grassroots efforts or political contributions.

Successes The organization communicates achievements.

Communications – Evidence of effective, contemporary communications, marketing and branding.

Website Social Media

Website is considered to be a valuable resource. Sufficient allocation of time and resources to manage website and social media. Search engine optimization (SEO) is employed to best position organization for internet presence.

Logo Logo and trade names are protected against misuse and theft of intellectual property through appropriate registration®, copyright©, trademarks ™, etc.

Stationery Stationery reflects the contemporary image of the organization and is safeguarded against misuse. Policies exist regarding use of business cards, stationery, logo, board position, etc.



Style Manual A style manual is a guide for the proper use of the logo, key terms, colors, preferred fonts, etc. It strengthens the organization’s branding.

Media Relations Organization maintains fact sheets, position papers and official spokespersons are ready to respond as media requests.

Intellectual Property Intellectual property, reports, books, manuals, certification, etc. properly protected by registration, trademark, watermark, footers and/or copyright. The ownership of original works created by committees, consultants, etc. is properly transferred to the organization.

Results – Significant benefit and results are achieved because of the organization.

Relevance Is the organization relevant and respected by its community, members and stakeholders? This may be determined through market share, pace of growth, member surveys and retention rates.

Outcomes Reflecting on prior board meetings, the strategic plan and the year in review (annual report), the leadership can affirm that the organization has provided significant value.

Environmental Awareness

Organization continuously identifies opportunities and threats by conducting environmental scanning; also known as a SWOT analysis (strengths, weaknesses, opportunities and threats).

Historical Highlights A timeline of the organization’s achievements and highlights is promoted.

Association Checklist 5-14.doc [email protected]

www.nonprofitcenter.com


Sources of Referenced Documents Document – Reference Development Tips10

Mission Statement Review the most recent IRS Form 990 to determine what was submitted last year as the statement of purpose. Review the application to the IRS (Form 1023 or 1024). Review the bylaws and articles of incorporation’s preamble. Amendments to the mission should occur at the strategic planning retreat.

Vision Statement What is the long-range desired outcome of the organization? Is it inspiring? What will success look like? Reviewed and adopted at the strategic planning retreat.

Values Statement The guiding principles of the leadership and staff (not to be confused with a membership code of ethics.) Developed at the strategic planning retreat.

Staff Precepts/Principles Communicating the principles that guide the staff-member relationship. Priorities for staffing the organization. Adopted at a staff meeting where each precept is offered and discussed.

Leadership Manual The documents necessary for volunteer leaders to fully understand and execute their roles and duties.

Policy Manual The wisdom of the board adopted as motions and transcribed into a policy manual. May be sunset if overloaded, through a committee review. Should be reviewed at least every 5 years to be sure it is current and understood by volunteers.

Procedures Manual A commitment by staff to document the steps and best-practices for every activity, event and process. Developed each staff member based on his or her job responsibilities.

Style Manual Often provided by a parent organization. Indicates the preferred method of communicating and branding the organization.

Emergency Manual The key documents protected away from the office, as well a communications and business continuity plan. Local and state emergency management officials may provide resources.

Personnel Manual The employee handbook communicating job details and responsibilities. Created by an HR specialist or labor lawyer. Templates may be available from SHRM11; state chamber or state department of labor.

IRS Form 1023 or 1024 The application to determine qualification for exemption from federal income tax. Check with the official who filed the request with the IRS if it is not available in the office. A public record.

IRS Form 990 Filed annually and maintained as a public record. Be sure it is at the headquarters office should a visitor request a copy for any of the last three years.

Letter of Determination Issued by the IRS to the organization indicating tax exempt status. A public record. The IRS helpline is 877/829-5500.

Articles of Incorporation Issued by state government and indicating corporate status, i.e. not-for-profit.

Bylaws The document describing the relationship between the organization, the leadership and the membership.

10 Be absolutely certain to rely on legal, accounting and insurance counsel in developing and managing these documents. 11 Society of HR Managers.


Bob Harris, CAE

There are more than one million nonprofit organizations in the US. Bob has studied thousands of associations and chambers to develop best practices.

His career started in Washington, DC with Presidential Classroom. Later he built an association management company in Tallahassee. He is on the faculty for the US Chamber of Commerce. He has worked with associations and chambers in Amman, Jordan; Kiev, Ukraine; Minsk, Belarus and Tokyo, Japan. He has authored books on association management. To evaluate organizations he created the Association Self-Auditing Process, which has been used by 20,000 organizations. Recognitions include lifetime achievements and excellence in professional development. Association Trends magazine recognized him as the national association partner of the year. He has worked for Hyatt Hotels of Florida for 30 years. He’s been called the Martha Stewart of association management for his willingness to share tips and templates. His website has hundreds of pages of FREE management tips and templates that he will reference today. (www.nonprofitcenter.com) Bob’s career passions are demonstrated in two principles:

• Promoting the impact of nonprofit organizations in America.

• Sharing the tools for success.